Chapter 12 Leadership And Trust

Front 1

leader

Back 1

someone who can influence others and who has managerial authority

Front 2

leadership

Back 2

the process of leading a group and influencing that group to achieve its goals

Front 3

trait theories of leadership

Back 3

theories that isolate characteristics (traits) that differentiate leaders from nonleaders

Front 4

behavioral theories of leadership

Back 4

theories that isolate behaviors that differentiate effective leaders from ineffective leaders

Front 5

managerial grid

Back 5

a two-dimensional grid for appraising leadership styles

Front 6

Fielder contingency model

Back 6

leadership theory proposing that effective group performance depends on the proper match between a leader's style and the degree to which the situation allowed the leader to control and influence

Front 7

least-preferred coworker (LPC) questionnaire

Back 7

a questionnaire that measures whether a leader was task or relationship oriented

Front 8

situational leadership theory (SLT)

Back 8

a leadership contingency theory that focuses on followers' readiness

Front 9

readiness

Back 9

the extent to which people have the ability and willingness to accomplish a specific task

Front 10

leader-participation model

Back 10

a leadership contingency theory that's based on a sequential set of rules for determining how much participation a leader uses in decision making according to different types of situations

Front 11

path-goal theory

Back 11

a leadership theory that says the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the organization's or group's goals

Front 12

leader-member exchange (LMX) theory

Back 12

a leadership theory that says leaders create in-groups and out-groups and those in the in-group will have higher performance ratings, less turnover, and greater job satisfaction

Front 13

transactional leaders

Back 13

leaders who lead primarily by using social exchanges (or transactions)

Front 14

transformational leaders

Back 14

leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes

Front 15

charismatic leaders

Back 15

enthusiastic, self-confident leaders whose personalities and action influence people to behave in certain ways

Front 16

credibility

Back 16

the degree to which followers perceive someone as honest, competent, and able to inspire

Front 17

trust

Back 17

the belief in the integrity, character, and ability of a leader

Front 18

communication

Back 18

a transfer of understanding and meaning from one person to another

Front 19

communication process

Back 19

the seven-part process of transferring and understanding meaning